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Your recruiter is a tool

Well, I don’t mean tool in the pejorative! A well forged, fit for purpose tool is a valued accessory. Would you attempt a home renovation with just a hammer? In the job search process, savvy candidates realise recruiters are part of the solution – a tool in their kit rather than their sole strategy to market. Having placed many executives in senior roles over the years, people often ask me what more they could do to improve their prospects for selection. Here are five strategies to consider:

Leverage your networks

It’s easy to underestimate the breadth of your own individual networks, but candidates who take the time to analyse their contacts (which may include previous colleagues and managers, university contacts, neighbours, social networks, etc.) find them a valuable source of information. Whether it’s a new opening or general market information, your chances of obtaining a position improve when you’re already recognised in your industry. For a prospective employer, it’s also less risky to hire someone who is known to be a strong performer.

Select your recruitment partners carefully

While it might be tempting to send your resume to every search firm, be selective about the organisations with whom you’re entrusting confidentiality, particularly if you’re currently employed. Think about the exclusivity of your application rather than applying with every recruiter. Consultants strive to represent unique candidates who have not been overexposed and will proactively market them to our clients. Make sure that’s you.

Take the lead on your job search and partner with your recruiter to bridge any gaps in your networks

Ideally a recruiter should complement, not replace, your job search activity. Manage your applications carefully and partner with recruiters who can present you to companies where you don’t have existing contacts or an established network.

Cull what’s not working

Evaluate your job search progress on a regular basis and refine or ditch any strategies that aren’t working. This includes analysing the performance of your recruitment partner. If they said that they were going to market you to a particular company, ask for a progress report. If you think that they’re not delivering, then re-evaluate whether they are best suited to help you.

Customise your resume

One mistake I often observe is that candidates will customise their covering letter, but fail to adjust their resume accordingly. Review your resume and consider tailoring it to suit each opportunity. The changes could be as simple as emphasising your most relevant experience by reordering your achievements.

If your perception of recruiters in general has been negative to date, try adjusting your engagement strategy by following my advice. I’m confident you’ll get results and be successful.

Transitioning from Executive to the Boardroom – 6 key factors to consider

In my regular meetings with business leaders from the financial services sector, we nearly always discuss their ongoing challenges for the recruitment and retention of key staff. In this context it can seem inappropriate to discuss their own career plans in the same conversation, especially if it means leaving their current employer.

So, when I invited those same executives to discuss adding ‘Board Director’ to their career accomplishments at a Slade Executive Boardroom Lunch, I wasn’t surprised that spaces at the table filled quickly.

Led by experienced Director and Boardroom consultant, Nicholas Barnett, we discussed Australian boardrooms now and moving into the future.

While Boards are still heavily populated with older white males who have been approached directly through their own network, we are definitely seeing changes to this long established practice. More progressive Boards are recognising the value of greater diversity amongst Directors, challenging gender, generational and sociocultural norms. Nor are successful companies promoting diversity simply to achieve compliance or a feel good factor. Numerous studies have shown that best results are achieved where there is greater diversity in the Board of Directors and Executive team. The Australian Institute of Company Directors publishes regular research and reports on board diversity.

Board recruitment processes are changing too. Nicholas, through his company InSync, is regularly being engaged by Board Chairs to undertake Board reviews to identify strengths and capability gaps. From these reviews new Directors are being appointed. Yes, the traditional networks are still prevalent, however, we’re encouraged to see that the trend towards a structured and independent recruitment process for Board positions, facilitated by engaging external consultants such as an Executive Search firm, is becoming standard practice.

If you’re considering adding a board role to your executive responsibilities or transitioning your career to the Boardroom, here are the key factors to consider:

Board positions are highly competitive. According to Nicholas, the number of people interested in joining a Board has increased significantly, whilst the number of roles has remained largely unchanged over the last ten years. Therefore, you must be able to articulate what you can bring to the Boardroom and how you can make a positive contribution.

As in any role you’ve had in your career, you will be more engaged within an industry or company that you are passionate about. Your network or an Executive Search consultant can help you to identify suitable organisations that align with your interests, as well as your knowledge and experience.

Do your due diligence. You want to be part of an effective Board, and Boardroom culture is often set by the Chairperson. Insist on meeting other directors, as well as the Chair, to evaluate whether others are engaged.

A Board position involves a significant time commitment – can you fit it in with your other responsibilities?

If it’s your first time looking for a Board role, consider Not-For-Profits or unpaid roles, keeping in mind that many NFPs have high profile Board members who have a number of Directorships. Over time, opportunities to be considered for Corporate Board positions may present through this wider network.

Don’t leave it until you are at the end of your executive career. Consider your first Board appointment in parallel with your current role to see if it’s really for you. While establishing a track record as a Director, you’ll build a network of fellow Directors, which can lead to a growing portfolio of Directorships as you wind down your executive career.

How to triage CV applications in the War for Talent

In his own way, the great Napoleonic surgeon Dominique Larrey has influenced the progress of your career! Over 200 years ago he halted the practice of treating ranked officers ahead of foot soldiers, and instead introduced the modern rule of triage of casualties; that is treating the wounded according to their level of injury and urgency for medical care. We’re saluting a long departed hero of another time and in a very different field, but whose legacy also affects us all. Read on and join the dots.

“Dominique Larrey knew that those with critical injuries would stand a good chance of survival if they were operated on within the first hour of their trauma occurring. Those with minor injuries were made to wait, while the more seriously injured were attended to. Those deemed to be mortally wounded were put aside, often with alcohol to comfort them until they passed away, whilst resources were concentrated on those who could survive.

This process of systematic evaluation became known as ‘triage’, a French word meaning ‘to sort’.

No one dared to question Larrey’s triage system for fear of being deemed aristocratic – a status that would almost certainly attract the attention of the dreaded Committee of Public Safety, the ruling council in Paris.”

Recruiters have to be adroit ‘sorters’ of CVs and we’ve taken a few tips from Larrey. It sounds harsh that sometimes the hours you’ve put into preparing a CV can be scanned and assessed in all of 10 seconds by a recruiter. But that is the task and fortunately we’ve moved well beyond previous prejudices that were blinkered by creed, culture and colour, the Queen’s English and postcodes.

So what is that we’re looking for in terms of (i) ‘Not for this job’, (ii) ‘Maybe for this job’ and (iii) ‘Yes, I want to meet’?

Every role is different, but here are some of the 10 fast-as-lightening assessments that have to be made in ‘the War for Talent’.

Triage Language: Won’t Survive. Slade Group: Not for this job

Too many moves
Once you’ve grown through your 20s, we’re looking for ‘stickability’. If you’re ‘out looking’ every one to two years in your 30s and 40s, then sadly your career is heading for the morgue.

Failed English
If you can’t spell, then use spellcheck, and if you can’t draw together a reasonable sentence, then getting ahead is going to be hard.

One question that can ‘read anyone’s mind’…

Needing to know now is critical to the flow of business. Here is one question learned early in my ‘headhunting’ career that cuts through time and 100 questions.

When conducting an Executive Search or Selection assignment, my job is to determine whether a candidate is genuinely interested in the opportunity I’ve presented. Everyone’s flattered when a Headhunter casts their lure; it’s tempting to nibble at the bait.

As a Headhunter, though, it’s vital that I swiftly work out whether there is serious interest or whether a candidate is just fishing… for just enough information to angle for a better offer from their current employer.

To elicit the real answer is no easy task. Not getting an answer can set the hiring process back substantially, leading to a missed opportunity for both the employer and the candidate.

When we have to wait in trepidation on an answer, it more than likely turns out to be a “no”. Instinctively we know that the person has already made up their mind, but does not want to offend us with the truth. Or they could be stalling for time as they are pursuing their first preference… you know how it goes. Sometimes candidates come back to the table with a half “yes” and lots of messy provisos, which equate to a “no” in any case.

When an important decision needs to be made, I guarantee this one question will uncover a person’s intention, even if they do not intend to show their hand:

“Please visualise us getting to the end of this hiring process. Providing all the pieces come together – do not give me an answer now, just what do you guess you will say to me?”

Stop talking and listen, because here comes the answer.

They will say something like, “Well I guess I will say yes, but I just need to think about it (overnight/run it past my family/see what my partner says/etc.).” That’s ok, this is going to be a “yes”.

If they hesitate, then duck and weave with something like, “Look I really don’t know, I can’t even guess, my mind is not clear, have really got to think about it more…” unfortunately it will be a “no”. Move on to whatever your Plan B is, because eventually people come back and confirm that “no”.

So next time you’re asked to guess an answer don’t worry, we are just trying to read your mind.

What methods do you use to uncover people’s thoughts in your world @work, I’d like to know?

Peering over that hill: Tips for mature workers

While ‘job for life’ opportunities do still exist, the reality is that most of us will change roles frequently throughout our working life. For people who are seeking a new role either by choice or necessity and who are in the twilight of their careers, the prospect of looking for a job can be stressful and challenging.

Without a doubt, the mature worker brings a host of capabilities and with a gap of nearly 50 years between the oldest and youngest workers in some organisations, these individuals are in a unique position to add value and mentor both directly and indirectly, bringing knowledge that only time and experience can provide.

If you’re facing the potential of a late change in your career, here are some tips to remind you exactly how much you bring to the (work) table:

Employers are looking for results, not years. Talk about your achievements, identifying the benefits of having you as part of the company. No matter how small, draw attention to the great things you’ve done.

Maturity isn’t something to apologise for! Celebrate the experience, resilience and stability that have come with time that younger workers aren’t able to demonstrate.

Your experience may be intimidating to hiring managers with less tenure or experience, but with a little discretion and guidance, you can add value to help them fast track their own careers.

Significant work on long-term projects or development over a series of shorter-term assignments provides further evidence of commitment to achieving outcomes. Sell yourself on ROI, highlighting your successful accomplishments by backing them up with cost-benefit facts.

The likelihood of you needing time off for all of the usual life events is greatly reduced; you’re more reliable, dependable and you won’t let people down.

It stands to reason that you have a great work ethic – more and more that isn’t a given and it makes you highly desirable to employers.

You didn’t start texting until you had already learned how to spell. This is a huge advantage for professional correspondence. It’s likely that you will know the difference between there, their and they’re.

Be proud, keep reminding yourself that you’re experienced, maturity adds value and that makes you fabulous.

The fly on the wall

So you’ve made it to the interview stage and you’re one step closer to getting the job. But did you realise that sometimes an assessment begins the moment you walk through the front door?

Welcome to our office. I’m the receptionist. The friendly face who will greet you, make you comfortable while you wait for your appointment, and introduce you to your consultant.

Most people think the job interview itself is the deal-breaker. Certainly it’s a key factor in the selection process. But in my experience making a stand-out impression doesn’t just begin when you sit down with an interviewer.

Over the past five years as a receptionist in the recruitment industry, I’ve often found that our consultants want to meet candidates who have the right skill set, experience and look like the right cultural fit.

You’ve dressed to impress (because first impressions do count), arrived ahead of time and dealt with the paperwork.

Now there’s a few minutes before your appointment. Sit tight and resist the temptation to stick your chewing gum to underside of our coffee table. You’d be horrified by what we discovered when moving offices in the past.

Shortly I will walk with you from the front desk to the interview room and in that time, get to know a little about your personality before handing over to your consultant. At this point, check in with yourself: ‘Is she just the receptionist?’

Showing all the brilliant sides that make you ‘the best’ for 30 minutes to an hour is easy. But sometimes I’ve seen candidates let their real ‘me’ out of the bag once an interview is over. After you’ve interviewed, a shorter interview takes place. Consultant’s check-in with me. How did you interact with the receptionist?

Practice your perfect pitch again on the way out. Eyes are still watching you. Elevator walls have ears too.